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Journals / Sağlık Akademisyenleri Dergisi / 2026 / Cilt: 13 Sayı: 3

Decision-making styles, organizational ıinnovativeness, and change fatigue in healthcare

Sağlık sektöründe karar verme tarzları, kurumsal yenilikçilik ve değişim yorgunluğu

Funda Topak(MARMARA ÜNİVERSİTESİ)0009-0000-3333-1453
Ramazan Özgür Çatar(MARMARA ÜNİVERSİTESİ)0000-0001-5768-0914
Pages
703–712
Publication Date
2026-09-30
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AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

These findings carry actionable implications for health managers and policymakers.

📌 3 Key Takeaways

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Objective & Hypothesis:Introduction and Objective: Decision-making styles, organizational innovativeness, and change fatigue are three interrelated variables in healthcare management.
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Key Findings & Data:Materials and Methods: Semi-structured in-depth interviews were conducted with 15 health managers from private healthcare institutions in Istanbul, Turkey, representing lower, middle, and upper management equally.
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Conclusion & Impact:These findings carry actionable implications for health managers and policymakers.
🔬Design:Araştırma Makalesi
📍Scope:2025 Verileri
⚙️Variables:Decision-Making Styles · Organizational İnnovativeness · Change Fatigue

Abstract

Introduction and Objective: Decision-making styles, organizational innovativeness, and change fatigue are three interrelated variables in healthcare management. This study aimed to explore health managers' experiences and perceptions of these variables and identify the individual, organizational, and contextual factors shaping their dynamics. Materials and Methods: Semi-structured in-depth interviews were conducted with 15 health managers from private healthcare institutions in Istanbul, Turkey, representing lower, middle, and upper management equally. Data were collected between April–October 2025 and analyzed through thematic analysis. Findings and Conclusions: Three main themes emerged: (1) Reasons for resistance to change and innovation (13 sub-themes including habitual resistance, staff turnover, and change fatigue from unplanned changes); (2) Facilitators of change and innovation (13 sub-themes including top management support, digitalization, and ownership capacity); (3) The influence of decision-making styles (7 sub-themes including inclusive decision-making, evidence-based rationality, and crisis-induced necessity). Inclusive and evidence-based styles were positively associated with innovativeness; change fatigue adversely affected both innovativeness and decision-making.Participatory and evidence-based decision-making styles are positively associated with organizational innovativeness and may mitigate change fatigue. These findings carry actionable implications for health managers and policymakers.

Özet

Giriş ve Amaç: Karar verme stilleri, örgütsel yenilikçilik ve değişim yorgunluğu, sağlık yönetimi alanında birbiriyle ilişkili üç değişkendir. Bu çalışma, sağlık yöneticilerinin bu değişkenlere ilişkin deneyimlerini ve algılarını araştırmayı ve dinamiklerini şekillendiren bireysel, örgütsel ve bağlamsal faktörleri belirlemeyi amaçlamıştır. Materyaller ve Yöntemler: İstanbul'daki özel sağlık kuruluşlarından, alt, orta ve üst yönetimi eşit olarak temsil eden 15 sağlık yöneticisiyle yarı yapılandırılmış derinlemesine görüşmeler yapılmıştır. Veriler Nisan-Ekim 2025 tarihleri ​​arasında toplanmış ve tematik analiz yöntemiyle analiz edilmiştir. Bulgular ve Sonuçlar: Üç ana tema ortaya çıkmıştır: (1) Değişime ve yeniliğe direnç nedenleri (alışılmış direnç, personel devri ve planlanmamış değişikliklerden kaynaklanan değişim yorgunluğu dahil 13 alt tema); (2) Değişim ve yeniliğin kolaylaştırıcıları (üst yönetim desteği, dijitalleşme ve sahiplenme kapasitesi dahil 13 alt tema); (3) Karar verme stillerinin etkisi (kapsayıcı karar verme, kanıta dayalı rasyonellik ve kriz kaynaklı gereklilik dahil 7 alt tema). Kapsayıcı ve kanıta dayalı yaklaşımlar, yenilikçilikle olumlu bir şekilde ilişkilidir; değişim yorgunluğu ise hem yenilikçiliği hem de karar verme süreçlerini olumsuz etkilemiştir. Katılımcı ve kanıta dayalı karar verme yaklaşımları, örgütsel yenilikçilikle olumlu bir şekilde ilişkilidir ve değişim yorgunluğunu azaltabilir. Bu bulgular, sağlık yöneticileri ve politika yapıcılar için uygulanabilir sonuçlar doğurmaktadır.

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Cite This Article

Topak, F., Çatar, R. Ö. (2026). Decision-making styles, organizational ıinnovativeness, and change fatigue in healthcare. Sağlık Akademisyenleri Dergisi, Cilt: 13 Sayı: 3, 703–712. https://doi.org/10.52880/sagakaderg.1972136

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